The Product Momentum Gap: Bringing together product strategy and customer value

The team shifted focus from fundamental yet challenging questions like "what behaviors indicate our customers find value in our product?" and "who exactly ARE our customers?" to endless, draining meetings, blame games, and pervasive executive impatience. The team lost its way.

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It might seem counterintuitive, but as early-stage tech companies expand, the added resources actually stall their productivity.

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This slow growth is often painful for the leadership team: the founder might no longer recognise their company or role, while the product leader is drowning in reactive, directionless demands.

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It is now all about scaling and expanding, which usually results in hiring. 

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As the company's growth continues, the founder's time is spread thinner and thinner - it is impossible for them to be everywhere at once.

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Regardless, this is an entirely new challenge; curating a new product function will be unique. 

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The pressure on senior leaders is challenging; the business costs have multiplied, while retention and revenue targets are failing.

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At this point when we often start working with leaders, we ask, “What is the priority: acquisition, retention, upsell or cost control?”

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